2. Agenda
-Background/Strengths
-30 day Goal and Plan
-60 day Goal and Plan
-90 day Goal and Plan
-Summary of Qualifications
Please feel free to ask any questions
throughout the presentation.
3. Background
-Internally promoted from entry-level sales
rep to Director-level within four years.
-5+ years lead generation experience
-4 years sales management
-Top Sales Manager of 62 in 2011
-Relocated to Seattle to rebuild struggling
market
5. 30-Day Goals
Introduce myself to the people, internal
departments, and processes necessary to
identify areas of attention and growth
opportunities.
6. Introduction
-All Lead Gen Team Introduction
-Meet with Brad Hainer
-Meet with James Gallagher and Nathan Cowan
-Spend time with Maggie Peressini and John
McEntyre
7. Internal/Process
-Familiarize myself with team culture
-Learn sales process
-New hire/On-boarding training
-Follow lead conversion from start to finish
-Uncover key performance indicators for top
SDRs
8. People
-One-on-ones with each team lead
-Brief connection meetings with all thirty-eight
lead gen reps
-Identify key SDRs
9. 60-Day Goal
Identify morale hot spots, potential team sales
coaching opportunities and performance
issues, hiring and recruitment philosophies,
and individual motivators in order to
implement a metrics-based improvement plan.
10. People
-Team event to build culture
-Engage Eric and Brian with daily meeting
-Institute one-on-ones with each direct rep
-Recognize key performers for incentivized
metrics
-Evaluate AE/MDR/SDR partners for
effectiveness
11. Sales Process
-Understand sale from start to finish
-Elaborate customer value prop by vertical
-Gather feedback from range of prospects
-Spend time listening to qualification calls
12. Internal/Process
-Introduce myself to key department teams
-AE SMB, mid-market, enterprise
-Operations
-Marketing
-Evaluate past performance metrics by team
and individual
13. 90-Day Goal
Utilizing KPIs uncovered in the first 60 days,
implement a plan to measure improvements,
recognize and advance top performers, and
coach/mentor team leads and direct reports to
improved performance and progression.
14. People
-Implement appropriate personnel changes
that will lead to momentum building wins
-Place top performers and key SDRs on
progression plan to team lead position
-Develop individual coaching and motivation
strategies based off one-on-ones
15. Internal/Process
-Work with Brad to organize cross-team
meetings/trainings to further integrate and
motivate SDRs with AEs
-If appropriate, make changes to some of the AE
and SDR relationships by creating a mentorship
model
